...(BSBA) Major: Financial Management COURSE OUTLINE Capital Market Management I. Course Number: FM 6 Credit: 3 units II. Course Title: Capital Market Management Pre-Requisite: FM2, FM4 III. Course Description: This course focuses on Capital Market Theory, its efficiency and implications. It establishes its coherence with the rest of the financial institutions within the financial environment. The course also deals with the relationship of the financial market with the government and how the latter stands a powerful influential tool. The course likewise attempts to develop the analytical ability of the students through various financial case presentations. IV. Course Objectives: At the end of the course, the students should be able to: 1. Discuss the concepts of Capital Market Theory. 2. Explain the role of Participants in capital markets 3. Know the legal and regulatory framework affecting the development Capital Markets 4. Analyze the impact and implication of Capital Market in the financial environment. 5. Develop appropriate values like frugality and care in making investment 6. Examine the role of government explain how some economic activities affect the capital market. 7. Evaluate the relevance of Capital Market in today’s business society. V. Course Outline No. of Hours A. Overview of Financial Market 13.5 1. Why Study Financial Markets? 2. Classifications...
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...Management Training THE NEED FOR MANAGEMENT TRAINING We have a new breed of managers today. Gone are the days when managers can just sit back comfortably and relax. Current corporate situations demand quick reactions and fast, appropriate, solutions on a daily basis. So the answer is to be at the top of your game and to do this you need to undertake management training. THE TARGET GROUP OF MANAGEMENT TRAINING Management training is designed to cater to the needs of the people in the upper echelon of an enterprise. Be they young or old, fresh or long-time administrators, they need trainings to enhance their management skills. That’s the only way to survive and win out the rigid corporate demands and the ruthless business competitions. There is also a particular group that needs these trainings the most. They are what we call the transition managers. A lot of managers are promoted from within the rank-and-file of a company, and typically, they never have received training on how to handle the new responsibilities given them. Many companies realize that management training is crucial to a successful transition so they normally require that these rookie supervisors undergo such. THE IMPORTANCE OF MANAGEMENT TRAINING It is evident that the skill and ability to manage employees well have a significant financial impact on the company. Whenever someone wants to measure the effectiveness of the management staff, that person needs to check the following: employee turnover...
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...remain in a globalized market, it is necessary to have a competitive dimension. The company's development is entrusted to a process of internationalization that is clearly defined by acquisition policies, both in Italy and abroad." 1. The Company Parmalat is a multinational Food manufacturer, among the world leaders in the Milk and Perishable Goods sector. It is the largest italian company in the dairy industry. Founded in 1961, the different product lines are : - Milk (50 % of Italian turnover), - Fresh products : yoghurt, cream, cheese, butter… (21 % of Italian turnover), - "Vegetables" : juice fruits.. (15 % of Italian turnover), - Bakery : bread, pasta.. (10 % of Italian turnover), Parmalat has dramatically grown in the recent years through an extensive process of merge and acquisitions and has experienced a rapid growth in turnover over the last 4 years from 2145 millions Euros in 1995 to about 5000 millions Euros in 1998. It has a world-wide presence through 85 different owned or controlled companies world-wide. In 1997, Parmalat : - Owns 28 plants in Europe, employs about 5000 people and makes 38 % of its turnover, of which 75 % in Italy, - Owns 38 plants in south America, employs 12500 people and makes 37 % of its turnover, - Owns 37 plants in Noth America, employs 5200 people and makes 22 % of its turnover. In Italy, with 3200 employees, Parmalat is the national leader in milk UHT (36 % market share), cream (46 % m.s...
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...Marketing Management HBS case Dell Computers (A): Field Service for Corporate Clients 2014/9/30 Members: MBA 張君熙 Troy60355023O MBA 蘇怡如 Claire 60355018O MBA 林歆芸 Cindy 60355013O MBA 黃小瑄 Susan 60355007O Q1.What should be Dell’s positioning in the server market? According to the case, we find out Dell’s characteristics and analyze with STP Model (Figure 1). • The category of users：Business、Customer Segmentation • Users needs：Entry - Level、Midrange 、High-End server • Acceptance of price：Low、Moderate、High price • Business Targeting • Entry - Level server • Low price Positioning • The direct distributor who provides Entry-Level servers to the companies with low prices and high-quality service after sales. We can know Dell is good at entry-level server from exhibit 4～6 in the case. Business clients comprise 90% of Dell’s customers. Because of Dell Direct and Inventory Control, Dell can provide low prices to its customers. Dell improves its first-time resolves to almost 90%. ↑Figure 1: Dell’s STP in the server market 1 Q2. Whether Dell should create an in-house field service team to ensure service quality and maintain control of its customer relationships or outsource the field service to a third-party provider? Justify your suggestion. First, we analyze the pros and cons of Dell’s outsourcing (Figure 2). Pros Centralizing sources on core operation Cons Being unable to control products’ quality Saving considerable downtime Losing customers ...
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...marketing strategy? Answer: Nike's excellence marketing strategies are their energy to achieve their market goals. Nike believes the "pyramid influence" that the preferences of a small percentage of top athletes influence the product and brand choice. PROS OF NIKE'S CORE MARKETING STRATEGY: Nike put heavily proportion in their marketing strategies and products deign. In order to sustain their dominance in the industry and retain their competitive advantages, Nike actively responds to the market trends and changes in consumer preference by adjusting their marketing strategies, the mix of existing product offerings, developing new products, styles and categories, and influencing sports and fitness preferences through various marketing strategies. CONS OF NIKE'S CORE MARKETING STRATEGY: Although Nike's marketing strategies had brings lot of positive implications to the company, but it will bring negative implications to Nike too. The negative implications that will identify in this assignment are high cost incurred, influence of spokesperson, and competitors. RISKS OF NIKE'S CORE MARKETING STRATEGY: Nike faces many risks when they use their core marketing strategies to achieve their goals and these risks can come from both internally and externally environmental circumstance. The risks will have a negative influence about Nike's future development, for example, the market share in the world, reputation, brand image, and customer loyalty. Question 2: If you were Adidas, how...
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...This Sheet will be used for Requirements 2, 5, and 9 REQUIREMENT #2: Post the March journal entries to the following T-Accounts and compute ending balances. Cash (111) Credit 72,000 March 1 March 15 4,896 March 1 March 31 5,304 March 10 March 14 March 19 March 31 Balance 69250 Debits 4500 3,300 2,200 1500 450 1000 Landscaping Revenue (411) Credit March 15 4,896 March 15 5,304 March 31 10200 Balance 10200 Debit Balance 0 Prepaid Insurance (117) Debits Credit March 1 3300 Balance 3300 March 31 275 Balance 3025 Rent Expense (511) Debit Credit March 1 4,500 Balance 4500 March 31 Balance 0 4500 Supplies (119) Debit Credit March 7 900 Balance 900 March 31 Balance 475 425 Debit March 10 Balance Salaries Expense (512) Credit 2,200 2200 March 31 2200 Balance 0 Equipment (144) Debit March 14 Balance 9,000 9,000 Insurance Expense (513) Debit Credit March 31 275 Balance 275 March 31 275 Balance 0 Accumulated Depreciation-Equipment (145) March 31 150 Balance 150 Debit March 31 Balance Supplies Expense (514) Credit 425 425 March 31 425 Balance 0 Accounts Payable (212) Debit Credit March 19 450 March 14 7500 March 7 900 Balance 7950 Depreciation Expense (515) March 31 150 Balance 150 March 31 150 Balance 0 Income Tax Payable (213) March 31 795 Balance 795 Income Tax Expense (516) March 31 795 March 31 795 Balance 795 Balance 0 Debit Common Stock (311) Credit Balance 72,000 72000 Income Summary (517) March 31 8345 March 31 March 31 1855 Balance Balance 0 10200 1855 March...
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...Market Based Management® Philosophy and Principles Market Based Management® is a value system and framework for action that encourages employees to think and act like principled entrepreneurs. (The Principled Entrepreneur, 2007) The MBM philosophy was (and continues to be) developed by Charles Koch, chairman and CEO of Koch Industries. It is used by all Koch companies such as STAINMASTER® carpet, LYCRA® spandex, Quilted Northern® tissue, and Dixie® cups. Charles Koch credits the success of Koch Industries, one of the world’s largest privately held companies, to the application of this unique way of doing business. (Koch C. , 2007) MBM is a large set of ever-evolving “mental models” that are organized by, and interpreted through, a framework of five interdependent and mutually reinforcing dimensions: vision, virtue and talents, knowledge processes, decision rights and incentives. The MBM Guiding Principles, which are a model within the virtue and talents dimension, form the MBM culture. (Tapscott, 2007) This material is used by leaders and employees of Koch companies to get results. Market Based Management® (MBM) is rooted in the Science of Human Action (Mises, 1949), and is defined by five dimensions: * Vision – determining where and how the organization can create the greatest long –term value * Virtue and Talents – helping ensure that people with the right values, skills and capabilities are hired, retained and developed * Knowledge Processes – creating, acquiring...
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...Aaker: Strategic Market Management Kapitel 1: Introduktion Alla marknader idag är dynamiska, förändringarna är snabba, vilket i hög utsträckning påverkar strategierna. Detta gör att strateger behöver fler perspektiv, verktyg och koncept. Framför allt behöver de utveckla konkurrenskraft genom fem saker: - Strategisk analys - Innovationer - Fler affärer - Skapa hållbara långsiktiga konkurrensfördelar (SAC’s) - Utveckla tillväxt plattformer ❖ Vad är en affärsstrategi/företagsstrategi □ Ett företag – Generellt sett en organisationell enhet som har (eller bör ha) en definierad strategi och en ledning med försäljning eller vinstansvar. □ Affärsstrategi Fyra dimensioner definierar en affärsstrategi: Produktmarknadsinvesteringsstrategi, kundvärde, konkurrenter och tillgångar och funktionella strategier och prognoser. Affärsstrategin talar om var företaget ska konkurrera och hur det ska gå till väga. - Investeringsstrategier 1. Investera för att växa 2. Investera enbart för att bibehålla nuvarande position 3. Mjölka verksamheten genom att minimera investeringar 4. Rädda så mycket av tillgångarna som möjligt genom likvidering/försäljning av tillgångar - Kundvärde Vi behöver ett sätt att få nya kunder och behålla tidigare. Vi behöver kunskap om kundernas behov och därefter hitta ett sätt att tillgodose behovet. - Tillgångar och konkurrenskraft Vad gör företaget extra bra? - Funktionella strategier och program Bland de funktionella strategierna/programmen...
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...The best way to grow as an organization is to expand. Making connections and utilizing other business methods can help even the smallest of businesses thrive. This could mean that a local restaurant buys it’s bread from the baker down the street instead of baking their own. It could also mean Nike owning several factories located in various countries around the world manufacturing their products. The idea is to spend the least amount of money to produce, move and sell in order to earn a larger profit. This is where foreign subsidiary come into play. A foreign subsidiary company is simply defined by thelawdictionary.org as “A company that is part of a larger company.” It is a local operation completely owned and operated by a foreign firm. These organizations can be acquired by another but can also be built from the ground up. Of course, though, with every business decision comes risk; advantages and disadvantages of subsidiaries are deeply weighed when this becomes an option for expansion. There are many advantages to having subsidiaries in other countries. One major advantage is the amount of control the parent company gains over the subsidiary. The parent company becomes the boss. They now gain control of operational means and strategic moves. This means that the parent company can now have the subsidiary function by means that the parent company sees fit. Another advantage to having foreign subsidiaries is the expansion of brand recognition. By taking the parent companies...
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... BMW created by Karl Rapp in 10/1993 Analysis Task1: Objectives of BMW: Up to the year 2020, BMW Group intends to strengthen its position within the global motor vehicle market by increasing sales to more than two million automobiles per year. BMW’s strategic objective is to ensure that: The BMW Group is the leading provider of premium products and premium services for individual mobility. (http://www.ukessays.com/essays/marketing/the-corporate-strategies-and-objectives-of-bmw-marketing-essay.php) 1: PIRO 2: Value chain Processes are the ways that an organization uses it resources to generate value. These stem from the many discrete activities a firm performs in designing, producing, marketing, delivering and supporting its product and service. For instance, BMW has implemented a corporate finance structure with an international focus to reduce its exposure to local and foreign capital market fluctuation. As explained through the value chain, BMW's process are illustrated Process has been the development of technology and innovation across multiple section of the BMW business. This has been assisted through strategic alliances formed with suppliers to increase BMW's purchasing and manufacturing competency. Furthermore, research and development has been able to take advantage of the market research and analysis with regards to customer behavior and purchasing patterns to develop technology products and service, For instance, connected drive and dynamic Drive which...
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...quality management process implications in industry and now it is time to unleash new domains for organization. It is not recommended that company should start activities in outsourcing that may led to questions and confusions in current quality management and employee relationship management, but a healthy process that leads to internationalization should be considered. Another option that has been followed by management in last years is to become eco friendly and development of such sales points. The Inditex group has achieved eco-efficient and friendly certificates; a major one is LEED (Leadership in Energy and Environmental design). LEED is a famous and one of the acknowledged certificate and Inditex had got it for Zara Barcelona. Inditex management has mentioned this in its mission statement and following this objective will create a competitive advantage. Competitors are in process of getting this milestone and the group has to make new plans and create more benchmarks in this eco friendship race. Zara has spread a common concept of fast fashion. New style ranges are frequently introduced in market and thus Zara is moving parallel to market trends. Sales persons at stores with PDAs communicate and inform “The Cube” so fast that enables Zara to respond market in two weeks. Team of designers, including 300 stylists take the information and feedback from stores directly, analyze and propose new designs, which take less than ten days to reach market and...
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...Series No. 16 Agricultural Marketing and Supply Chain Management in Tanzania: A Case Study Elina Eskola 2005 __________________________________________ ______________________________ 2 Success under Duress: a Comparison of the Indigenous African and East African Asian Entrepreneurs ESRF Study on Globalisation and East Africa Economies ARGICULTURAL MARKETING AND SUPPLY CHAIN MANAGEMENT IN TANZANIA: A CASE STUDY Elina Eskola12 ABSTRACT This study describes the prevailing marketing arrangements in Tanzania at local, regional, national and export markets using Dar es Salaam, Ifakara, and Mtwara as case study examples. The major impediments for trade in Tanzania has been categorised into three groups: 1) Physical infrastructure, 2) know-how and capital, and 3) institutional framework. Insufficient physical infrastructure in terms of roads increases the cost of transportation, works as an informal market barrier, forms a wedge between the supplier price and consumer price, and increases the loss of perishable products. Lack of know-how shows in poor market orientation and business skills, and leads to difficulties in managing and obtaining loans. Furthermore, the current institutional framework is unable to support the formation of strong traders and producers’ associations and other representative bodies to enhance capacity building and to bargain for fairer terms of trade. In addition, the lack of market information and the weak legal framework lead to difficulties...
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... Restructuring Management Based on Growth 2 LARGE GROWTH POTENTIAL 2 MEDIUM GROWTH POTENTIAL 2 SUSTAINABLE SIZE MARKETS 2 Growth Plans for Spain 3 Strategic Alternatives 3 EQUITY BASED STRATEGY 3 NONE-EQUITY BASED STRATEGY 4 Executive Summary International business meshes across multiple domains most notably market entry strategies and sociocultural variances. Factoring in those two critical aspects and giving them the right amount of attention is the separating line between success and failure. Terralumen, Blue Ridge, and Delta are all successful companies; However, by not observing the basic requirements of international business, the security of this otherwise prosperous enterprise is at stake. Both Terralumen and Delta have shortcomings in the area of international business and Blue Ridge is the only stakeholder in this mix who has the necessary experience and expertise to manage this crisis and find a resolution. Considering the overall profitability of the Blue Ridge brand in Spain and existing investments by each joint venture member, the position from this white paper is to recommend a restructure of the business model to leverage the strengths within the joint venture organization and tailor the Blue Ridge total product more closely to the Spanish market. Dissolution of Blue Ridge Spain Delta and Blue Ridge do not have adequate knowledge of the market; this is supported by the fact that Management for the joint venture...
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...the strategy been so successful? (The reason as to why the strategy is successful is discussed together with the key features below.) a. Differentiation strategy: Consistently high quality of ingredients and food; generous portions; limitation of items offered to appeal to different taste; relaxed ambience and enjoyable experience for the customers b. Customer satisfaction: restaurants are always fully staffed and employees are well trained to satisfy the needs and preferences of customers to make sure the customers have a fantastic experience. c. Alignment of interest for management and employees: management people of restaurants are given the option to purchase a 10% interest in the restaurant they manage; all the employee are eligible for the stock ownership plan and also health insurance is provided to all employees. So employees and management are motivated to work hard to fulfill every need of their customers. d. Only dinner service: less employee hours and costs required; fresh food made at dinner time, which again ensures the high quality of food. e. Location and Australian theme: lower rental costs for suburbs and residential areas compared to downtown so outback steakhouse can provide more space to create a laidback and relaxed feelings for customers as opposed to being bustle and hustle downtown. f. Rigorous selection of staff: “tough on results, but kind with people”; employees have to take aptitude test, create...
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...In intensive growth it is the goal of Harley Davidson’s management to review any opportunities for improving existing business. To do this they use the product expansion grid, which considers growth opportunities for current and new markets and products. Within the expansion grid there are three strategies that include “market penetration”, “market development”, and “product development.” Harley Davidson utilizes all three intensive growth strategies to increase their sales and profits. Harley Davidson uses the “market penetration strategy” to gain more share with its current products in its current markets by doing what they do best and sticking to it. Harley management applies their marketing appropriately in accordance with their customer’s needs, and nothing more. They market to passionate riders who immediately feel an “attitude adjustment” upon starting up their hog. Through the sub culture that Harley Davidson products have created over the years they must encourage current customers to buy more by offering products other than motorcycles such as clothing, events, museums, and community gatherings that all help them obtain more market share in their current market. When it comes to utilizing the “market development strategy” Harley Davidson has identified potential customers in their existing sales areas by offering products other than their motorcycles. By doing this they have opened up a new market where they can attract customers who find the brand appealing...
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